• Bringing full knowledge of the Texas State Veterans Nursing Homes processes and systems, I was asked to join SMRS as VP of Veterans Services .Now fully understanding both sides of running these very complex Nursing Facilities. The experience was incredible. I was able to manage and run three (3) 160-beds TSVH quite comfortably; oversaw daily operations of each of these homes.

• As primary contact between VLB, VA and SMRS, easily interpreted V LB contracts and had full knowledge of the systems and expectations, at the same time was able to interpret VA regulatory and financial guidelines

• Terminated the Administrator at TSVH in Big Spring, Texas; hung my license and was Interim Administrator for four (4) months

• Led the team through Department of Aging and Disability Services (DADS) and VA annual surveys with no quality of care issues and easily rectified minor deficiencies on each Plan of Correction (DADS and VA) as well as improved processes that reduced overtime and unnecessary expenditures

• Challenged with the task as Administrator as well as maintained duties as VP, interpreted guidelines, reviewed and analyzed budgets, expenses and operational reports; oversaw strategic planning, supervised administrators and QA RNs

• SMRS was taken over by a management company in April 2013 and many positions and employees were eliminated, including this VP position.

… The Veterans Affairs (VA) helps subsidize a veteran’s cost to stay at a VLB home, so daily out-of-pocket rates are well below average and include the cost of medications; private/semi-private rooms are available and each facility has a Dementia Care Unit

… In 1997, the TSVH’ program was authorized by Texas Legislature through senate bill 1060 authorized by Senator Jerry Patterson; Patterson, an elected official, now serves as Commissioner of Texas General Land Office and Chairman of the VLB. These Skilled Nursing Facilities were built through a partnership between the VLB and VA, the VLB owns the homes and contracts with professional long-term healthcare providers to operate each facility; like all VLB programs, the TSVH are self-supporting and cost taxpayers virtually nothing.

Project Manager (2012)

• With a personal and much grounded background in dementia care, tasked to write a business plan addressing Dementia Care throughout the TSVH Program by the Deputy Commissioner; within a short time span, completed the plan that was immediately approved

STEPHEN ILLINGWORTH

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Program Manager (2007-2012)

• As the Owner’s Representative, monitored seven (7) facility’s adherence to their contract with the VLB and that each home adhered to VA guidelines and regulations

• With direct responsibility of one (1) Onsite Rep (a state employee) office in each of the homes and three (3) RNs in our Austin office.

• There were many departments within the VLB that coordinated services with the homes, including financial, construction services, architectural, legal, etc, analyzed information coming in from the facilities and gave guidance and Instruction to the operators.

• Homes were skilled and fell under the DADS’ regulatory guidelines and operated like every skilled nursing home in Texas

• TSVH also fell under the VA regulatory guidelines and was subject to another set of rules and regulations along with an annual full book survey

• With a high-level of scrutiny in these facilities and working for an elected official was able to diligently work through the red-tape of the bureaucracy and politics

• Directed operators in providing a full scope of billing functions, including payment arrangements for private pay clients according to established procedures as well as ensuring timely billing and collections for anticipated revenue

• Brought resident move-outs under control by using a listen and action program

• Brought departments in line with budgets, improved management and daily processes, which increased facility efficiency

• Facility gained a reputation as a great place to live and work

Austin Nursing Center, Austin, Texas 2003

Administrator

• Managed staff in this 180-bed facility; overcame hostile employees and replaced key staff members with quality, caring and positive people

• Set expectations with directives from corporate office; established daily routines and performance plans using employee/employer input for the entire staff; increased employee morale and reduced missed work days

• Improved quality of care, resulting in resident and family member happiness and increased census

• Maintained daily communication with the Director of Operations, always being respectful of the chain of command

• Opened a Special Unit of 16 beds to fill a niche in the community; selected staff and developed policies and procedures

Hill Country Care, Inc., Dripping Springs, Texas 2000-2002

Administrator

• Managed and directed this 60-bed Medicaid and assisted living 501(c) 3 facility; ended a long-standing relationship with nursing agencies that was costing $22K a month

• Restructured facility staff, creating energy and enthusiasm; raised over $100K through fundraisers and grant writing that performed maintenance of the facility, including a new roof, bedroom furniture, kitchen appliances and a new 12-seat bus

• Results of this effort were a full census and a waiting list for new residents; existing residents were very well cared for and happy because the staff was happy and well cared for; this was a tremendous turnaround experience